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Although social networks play an important role in individual ambidexterity, few studies have examined the impact of salespeople's social networks on sales-service ambidexterity. The purpose of this paper is to explore how salespeople's internal and external social networks affect sales-service ambidexterity.

The unique data of 331 salespeople from 39 units in retail banking industry and insurance industry were collected, and the hierarchical linear model was adopted to test the hypotheses. Finally, the alternative measure of the dependent variable and the alternative estimation method were adopted for robustness test.

The results show that the strength of salespeople's internal social networks and the extensiveness of salespeople's external social networks could facilitate sales-service ambidexterity of salespeople separately and synergistically. Salespeople's role breadth self-efficacy partially mediates the influences of internal and external social networks on sales-service ambidexterity, while empowerment climate and transformational leadership positively moderate the aforementioned mediational process by strengthening the relationship between salespeople's role breadth self-efficacy and sales-service ambidexterity.

Practical guidelines are provided for managers to shape ambidextrous salespeople by facilitating salespeople's internal and external social networks, promoting transformational leadership and creating empowerment climate within the unit.

To the best of the author's knowledge, this paper is the first to systematically examine the impact of salespeople's social network on sales-service ambidexterity. Drawing from social cognitive theory and the ambidexterity literature, this research reveals the mechanism of how salespeople's internal and external social networks contribute to sales-service ambidexterity.

Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.

This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.

The purpose of this study is to specifically look at the relationship between reliable network reliance and entrepreneurial performance.

To help achieve the study objective, 450 rural farmer-entrepreneurs from Jiangsu, Anhui, Guangxi and Zhejiang Provinces were randomly selected. The study concentrated mainly on entrepreneurs who have engaged in entrepreneurial activities the past five or more years.

This study’s findings show that network reliance has direct and indirect effects on entrepreneurial performance through external networking behaviour. The result further shows that external networking behaviour partially mediates the relationship between network reliance and entrepreneurial performance. On the moderation effect on entrepreneurial orientation (EO), the result reveals that it strengthens the relationship between external networking behaviour and entrepreneurial performance. The result shows that EO has a direct effect on entrepreneurial performance. The paper introduces behavioural component of network to entrepreneurial performance. The study concludes that external networking behaviour of entrepreneurs is key in entrepreneurship as it improves relationships among actors and thereby translating into an improved performance.

The paper brings to light the need to reconsider extension education by including elements of networking to enable rural entrepreneurs derive full benefits of their entrepreneurial ventures.

Networking behaviours are important for a range of work outcomes. Little empirical evidence of how internal vs external networking behaviours influence job commitment and job performance exists and whether political skills moderate these relationships. Using theories of social capital and personal initiative, this study examines the effect of internal and external networking behaviours on job commitment and job performance in the context of political skills.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviours, political skills and work outcomes were collected via a survey of middle managers and their supervisors from ten private sector organisations operating in Sri Lanka. Study 2 data were collected via interviews of a set of middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviours and both job commitment and job performance. The authors also found a moderating effect of political skills on internal networking behaviours and job commitment. Study 2 findings explained, strengthened and extended results of Study 1.

Middle managers can use these research findings to understand how internal networking behaviours improve their job commitment and job performance. These managers can use their political skills and internal networking behaviours to improve their job commitment. They can also advance their career through improved job commitment and job performance. Senior managers and human resource managers should facilitate and encourage internal networking behaviours. Training and development managers should develop middle managers' networking behaviours and political skills.

This study provides pioneering evidence of how internal networking behaviours impact middle managers' job performance and job commitment, and how internal networking behaviours improve job commitment for middle managers with high political skills.

This paper aims to focus on the characteristics of a two-tier network featuring internal subject cooperation and external embedded cooperation in the context of regional innovation systems (RISs) and explore the influence of network characteristics on knowledge emergence.

Using social network analysis, a two-tier internal and external cooperation network of a RIS is constructed. A negative binomial regression method is used to explore the effects of the characteristics of these two-tier internal and external networks on knowledge emergence, the moderating effect of the cooperation knowledge base in this context is investigated and grouping and quantile regressions are used to conduct heterogeneity analysis.

The scale of the internal cooperation network has a positive effect on knowledge emergence, and the betweenness centralization of the internal cooperation network has an inverted U-shaped effect on knowledge emergence. The scale and structural holes of the external embedded network have an inverted U-shaped effect on knowledge emergence. Furthermore, the internal cooperation knowledge base weakens the influence of the external embedded network on knowledge emergence.

This research may enlighten policymakers with respect to improving the scale and structure of the RIS cooperation network and matching the embedded network based on the internal cooperation knowledge base to promote knowledge emergence.

This research contributes to the study of knowledge emergence by exploring the influence of a two-tier network structure and scale characteristics on knowledge emergence in RISs. This paper also extends the framework of relevant research by integrating the internal cooperation knowledge base into the analysis of externally embedded cooperation and knowledge emergence.

We argue that a foreign-based R&D subsidiary of a multinational enterprise (MNE) can potentially source knowledge from three diverse knowledge networks, namely (i) external knowledge network of the home country, (ii) external knowledge network of the host country, and (iii) internal (MNE) knowledge network. Drawing on the relative costs and benefits associated with the process of synergistic knowledge, this study examines whether a substitutive or a complementary relationship exists when two of the aforementioned networks collaborate in order to generate new knowledge at the subsidiary level. Our study’s sample is based on a survey questionnaire addressed to foreign-based R&D subsidiaries of Fortune 500 companies. We assess the existence of complementarity/substitutability using the “production function approach.” Our results indicate that a complementary relationship exists between external knowledge network of the host and the home country, as well as between external knowledge network of the host country and internal knowledge network. On the other hand, external knowledge network of the home country and internal knowledge network form a substitutive relationship. Our study offers a more comprehensive view of the diverse sources/knowledge networks that R&D subsidiaries are sourcing knowledge from when compared to existing research. We also specify and account for the costs/benefits involved in knowledge sourcing and thereby detect possible substitution/complementarity between different sources of knowledge. So far, there has been limited to nonexistent research into the diversity of knowledge networks of R&D subsidiaries and the examination of potential substitutabilities and complementarities. Hence our empirical study contributes to the development of this particular research stream.

This paper aims to analyze the extent to which the influence of external knowledge search activities on firms’ incremental innovation capability, and the moderating roles of the relatedness between the partners’ technological bases and a firm’s network embeddedness in the innovation network.

In this empirical research, the authors collected a sample of patents in the UAV industry over the period of 2004–2018. Then the authors examined the direct role of external knowledge search on firms’ incremental innovation capability and the joint moderating effects of technological proximity and network embeddedness.

We found that external knowledge search in innovation networks positively affects firms’ incremental innovation capability. Moreover, we discovered that high technological proximity to other peers positively strengthens the impact of firms’ external knowledge search on their incremental innovation capability. Finally, the findings suggested that the relationship between a firm’s external knowledge search activities and its incremental innovation capability is stronger for high technological proximity coupled with high network centrality or poor structural holes in innovation networks.

This study adds value to open innovation literature by pointing out a positive relationship between external knowledge search and firm incremental innovation capability. Furthermore, this study reinforces the key joint contingent roles of technological proximity and network embeddedness. This study provides a valuable theoretical framework of incremental innovation capability determinants by connecting the different perspectives.

This paper aims to draw on the network perspective of organizational innovation to present an argument on how a subsidiary should select innovation behavior.

In this framework, the paper analyzes middle- and high-level managers of subsidiaries from various industries located in the Chinese Mainland.

The results suggest the following ideas: internal embeddedness is positively related to exploitation innovation, external embeddedness is inverted-U related to exploration innovation, the availability of alternatives positively moderates the main effects, whereas restraint in the use of power negatively moderates them.

The current study has a few limitations that provide meaningful research directions for future investigations. First, it only considers the industry and ownership as control variables. Second, this study was conducted in the Chinese context.

The analysis of the relationship between embeddedness and innovation behavior also shows that focal subsidiary must dynamically adjust the way of embeddedness on the basis of its strategy, and it can reasonable leverage strategic assets for exploitation innovation or exploration innovation. From the perspective of headquarters, establishing deep embeddedness with a subsidiary and giving it indispensable support are important to promote that subsidiary’s exploitation innovation.

The focal subsidiary should establish relationships with more alternative partners and develop relationships with power-advantaged partners through strategies such as a long-term contract, establishing an R&D alliance and entering a joint venture. Besides this, more powerful partners in the internal network should adopt various power usage strategies to promote focal subsidiary exploitation innovation and more powerful partners in the external network should show restraint in the use of power toward any subsidiary in an over-embedded situation. The result shows environment dynamism affects subsidiary exploration innovation more deeply than exploitation innovation. Consequently, managers should recognize the importance of dynamic adaptation to environmental changes and adjust their firms’ innovation behavior accordingly, especially when they are implementing an exploration innovation strategy.

The extent of embeddedness in an innovation network shapes the subsidiary innovation behavior, and this effect is moderated by power. The focal subsidiary should dynamically and strategically adjust its innovation behavior considering various its type and level of embeddedness.

The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external monitoring) on workgroup performance and managerial effectiveness.

Data were gathered by surveying subordinates of 233 managers in various types of organizations.

The results of multiple regression analyses indicated that external monitoring and representing were positively related to subordinate perceptions of workgroup performance and managerial effectiveness. The effects of networking depended on a leader’s use of the other two external behaviors.

Understanding why a leader is effective in a particular context requires examining joint effects and different patterns of external behavior (Yukl, 2012). Past research on external leader behavior only examined one of the specific behaviors or examined a broadly defined behavior that included more than one of the three specific behaviors. The study provides new insight into the independent and joint effects of the three external leadership behaviors on managerial effectiveness and workgroup performance.

This study analyses the relationship between the networks of business incubators (BIs) and new venture performance. It proposes an integrated model for identifying the influence of BIs' internal and external networks on new venture performance through the entrepreneurial orientation (EO) and environmental dynamism.

The study uses multiple regression analysis on a sample of 205 new ventures in Chinese BIs.

Both the internal and external networks of BIs positively affect new venture performance and EO has a mediating effect in this relationship. Environmental dynamism plays a positive moderating role in the relationship between BIs' internal and external networks and EO.

Based on the results of this study, incubator managers should focus on creating internal and external networks and leveraging network embeddedness to influence new venture performance. Further, new ventures should focus on strengthening their EO and fully consider the impact of environmental dynamism on EO implementation.

To address the research gaps in understanding how BI networks can support new venture growth, this study integrates BIs' internal and external networks and explores their impacts on new venture performance using co-production theory and the resource-based view. It thus opens the black box on how BI's networks affect performance from the EO perspective. Moreover, this study fully clarifies chain relationships by identifying and analysing the moderating role of environmental dynamism.